Sorry, this entry is only available in Español.

Sorry, this entry is only available in Español.

Sorry, this entry is only available in Español.

En castellano significa construir una marca que sea relacionada al concepto de “buen empleador”. Una marca es una mixtura de atributos tangibles e intangibles simbolizada en una marca registrada, que si se gestiona en forma apropiada genera valor e influencia.
Podríamos hablar de una mezcla de disciplinas de recursos humanos y marketing, el proceso de employer branding debería crear un reconocimiento especial a la empresa como empleador de valor.

El máximo objetivo del employer branding es construir una reputación de buen empleador tanto para los empelados actuales como para los futuros.

La competencia para atraer y retener a los mejores perfiles más prometedores del mercado va en aumento. El mundo cuenta cada vez más con una amplia masa de personal con baja o nula calificación y una escasez de perfiles altamente calificados o con potencial. Esto lleva a muchas empresas a delinear estrategias de largo plazo para ser reconocidos en el tiempo tanto puertas adentro como afuera como un muy buen lugar para trabajar. Focalizados en este punto y a sabiendas que la alta rotación, la conflictitividad interna, el escaso compromiso por parte de los empleados impacta e los accionistas, la productividad y en las ganancias algunas empresas deciden desarrollar una marca de buen empleador o employer branding.

La idea es asociar su marca y atributos de identidad corporativa con las características que buscan empleados y candidatos a un puesto de una organización: desarrollo, crecimiento personal, éxito, fuerza, buen ambiente laboral, buena reputación social, etc. En este caso, para el employer branding, las políticas de recursos humanos cumplen un rol vital, así como la cultura organizacional.

Recientemente se llevó a cabo en Chicago, Estado de Illinois, el Congreso “Extendiendo tu marca hacia tus empleados” Durante la misma se hizo un forum con profesionales del área de Marketing, Comunicación y RRHH, con el fin de compartir la forma en la que ellos logran sintonizar a sus empleados con sus marcas y que éstos últimos acompañen las promesas que éstas comunican.

Estas son algunas de las frases y pensamientos más interesantes del congreso:

“El branding es la promesa que la compañía realiza a los clientes externos y que debe mantener”

Scott Davis, Senior Partner en Prophet, indica que los tres principios de branding más importantes hoy son:

-La relevancia de una Marca

-La experiencia de los clientes.

-Que los empleados estén comprometidos y alineados con la marca.

Kristen Weirick, Brand Manager de Empleados, de Whirlpool Corporation indicó:

“Creo yo, que cuando la gente habla del branding de empleados, están hablando de dos cosas:

Del posicionamiento de la organización ante actuales y potenciales empleados.

Del compromiso de los empleados de desarrollar a través de la organización la promesa de sus marcas hacia los clientes. Estos dos son importantes conceptos y están relacionados pero aun así son diferentes”

Bonnie Gellas, directora corporativa de comunicaciones en Merrill Lynch indico que el departamento de de Recursos Humanos, en esa compañía ha sido rebautizado como el departamento de “Liderazgo y Gestión de Talento” reflejando la visión del rol evolutivo de esa función en la organización.

Contar historias emerge como una de las herramientas más poderosas para reforzar el comportamiento alineado con la marca.

Dean Rodenbough, director corporativo de comunicaciones de Hallmark, comentó que parte de su programa interno de branding, fue una actividad llamada “historias sobre Hallmark” un espacio donde cada empleado tiene la oportunidad de compartir una historia personal relacionada a la marca, generando una experiencia real y cercana de los empleados hacia la marca.

Fuente:  http://www.losrecursoshumanos.com

Diversos enfoques de la problemática en la búsqueda de oportunidades laborales

Una  travesía por los últimos años muestra como la influencia de los cambios y conductas sociales incidieron en la búsqueda e inserción laboral. La mirada de las empresas frente a la captación de talentos conjuga intereses que en oportunidades no están alineados con quienes son parte de la población activa.

Cómo encontrar “nuestro lugar” en un mundo laboral en crisis, las exigencias de un mercado competitivo, la diferenciación frente a colegas, cómo generar valor agregado y las mesetas que se producen consumado el cambio de escenario son algunos desafíos que se ponen en juego al momento de abordar la coyuntura.

La gestación del conocimiento adquirido en la formación universitaria y la práctica en el terreno, encuentran diferencias para ser conciliadas y para las cuales el egresado no siempre está preparado, ni cuenta con la totalidad de las herramientas necesarias para lograrlo.

Las fantasías de  llegar a posiciones de privilegio están ligadas a las posibilidades que ofrece el mundo de las organizaciones, en una realidad que parece moverse al ritmo de la coyuntura de turno. ¿Cómo obrar en consecuencia?

¿Qué buscan las empresas en el mercado de potenciales candidatos?

Competencias como liderazgo, trabajo en equipo e innovación, entre otros, se convierten en “postulados básicos” de los requerimientos del perfil general que hoy requieren las organizaciones.

En la búsqueda de empleo se ponen en juego muchas variables.

Indudablemente los conocimientos técnicos adquiridos juegan su espacio, como parte de la  cosecha personal de cada quien. Pero en la mirada de los responsables en tomar decisiones en las organizaciones la actitud jugará un rol desequilibrante en los procesos de incorporación de un nuevo recurso a la empresa.

¿Qué lugar y qué horizonte se quiere alcanzar con el  desarrollo profesional? Las ambiciones coinciden en evaluar ante un cambio de empleo, el desafío de un proyecto atractivo, con posibilidades de desarrollo y una mejor oferta económica.

La transición de joven profesional a profesional joven puede quedar opacada, si quienes atraviesan el proceso no son flexibles o están dispuestos a adaptarse a los cambios y formatos que pueden ofrecer las distintas modalidades de trabajo.

En un escenario donde la mayoría de puestos a cubrir se producen por movimientos laterales, reemplazos o la creación de posiciones muy específicas, las redes de contactos, páginas de web, departamentos de empleo en Universidades, consultoras y publicaciones, son algunos  caminos reconocidos como alternativas para la inserción laboral.

El compromiso indefinido no es patrimonio de la sonada generación Y, identificada con tiempos del aquí y ahora. Claro está que la misma privilegia las posibilidades de crecimiento, capacitación y ambiente de trabajo por encima de la estabilidad; esto es un paradigma a  resolver en tiempos de cambio.

Cuando una vez más se estaba aprendiendo el juego, cambiaron las reglas. Evidentemente otro es el juego y con reglas poco claras para los jóvenes profesionales y los profesionales jóvenes, las redes sociales aparecen como la primera parada de un camino lleno de diagonales.

Autor: Leonardo Livsit

Sorry, this entry is only available in Español.

Sorry, this entry is only available in Español.

Although the business community was originally highly doubtful about the idea of coaching, recent research into this billion-dollar industry shows that the original skepticism has been overcome and that the perceived benefits of coaching to individuals, as well as organizations, are fueling an explosive growth in the practice. Today a growing number of business people know what world class athletes and entertainers have known for centuries: any level of natural ability can be enhanced through coaching; whether it’s in hockey, singing, acting or business leadership.

A recent global survey conducted by Executive Development Associates of 100 major corporations indicates that coaching has broken into the top five major approaches to leadership development. Other data is even more telling of coaching’s new stature: 63 per cent of the organizations surveyed said they planned to increase their use of coaching while 92 per cent of leaders who have used a coach indicated that they planned to use a coach again. Most recently, the 2008 Sherpa Executive Coaching survey of more than 1,000 clients, HR professionals and coaches from 37 countries reveals that 90 per cent of HR professionals and coaching clients see the value of executive coaching as “somewhat high” or “very high.”

The popularity of coaching as a development method also reflects a shift in the reasons why coaching is used. Rather than being seen as a singular approach to correcting the behavior of the “problem” leader, coaching is now perceived as part of a mix of approaches to helping high performers and potential executives improve their results. The shift from problem pariah to potential performer has made having a coach a status symbol among the upwardly mobile. Given its growing popularity and the perceived benefits, it seems likely many managers and professionals will seriously consider taking on a coach at some time in their business careers. In order to make informed decisions about choosing a coach and making the most of the coaching relationship, we offer potential users of coaching services this brief introduction to the practice of coaching.

What is Coaching? –Some quick insights.

Mentoring and coaching are forms of teaching that have a long history; stretching back to ancient Greece, where tutoring of individuals and groups was a common approach to education. The word mentor itself originates in the character Mentor, a tutor to Telemachus, the son of Odysseus, in Homer’s epic tale The Odyssey.

Today mentoring tends to describe a process that involves the veteran organization leader establishing a relationship with an up-and-coming junior who has demonstrated a potential for leadership. The mentor educates the junior through example, informal discussion, and increasingly challenging assignments in the day-to-day work context. Over a period of time, the junior absorbs the education in leadership and, having proved his/her mettle in the assignments, “arrives” one day, as a leader.

Coaching describes a more formal relationship that can involve expertise from outside the organization as well as from within it. Coaching tends to be a process-driven relationship in which:
i) measurable performance goals are established,
ii) initiatives and action are undertaken for change to achieve the goals, and
iii) feedback on performance is systematically gathered for further improvement on results.

However coaching is described, it is also helpful to know what coaching is not. It is not psychotherapy or any of its derivatives that deal with the interior processes of mind, although coaches are often very familiar with psychology and its practical applications. Nor is coaching to be confused with consulting, although coaches do often give advice to their clients in the context of their organizations, communities or families.

An effective coaching relationship is based on trust and respect. Through this relationship, the persons being coached build on their strengths and correct self-defeating behaviors. Initial engagements in coaching tend to be limited to six months or less. Further engagements tend to last longer with more senior managers and executives engaging coaches for periods as long as long as 12 to 14 months. By far the most popular coaching method is the face- to-face conversation. Coaching by telephone is a close second in popularity, with e-mail coaching coming in a distant third. Coaching sessions tend to last for one to two hours and are usually held once or twice a month.

Effective coaches focus on improving the performance and capabilities of individuals, groups, and teams. They do this through the development of:
i) professional and personal skills,
ii) insight,
iii) communication and coordination skills.

A good coach aspires to increase the effectiveness of a person’s or a team’s response to highly dynamic business and life environments.

Coaches work at facilitating their subjects’ self-awareness and self-learning. They expect, and demand, that their subjects be committed to the process of learning and improving performance. A good coach is a partner in this path of self-learning, assisting the learner to attain “stretch” performance goals and objectives that the learner and coach have established together.

Why Choose a Coach?

Coaches can enhance performance in many aspects of a person’s business and personal life. Many coaches argue that a person’s job performance cannot be separated from one’s personal history or one’s life outside work. Recently, many coaches are beginning to focus on the integration of the cognitive, emotional, spiritual and physical aspects of performance.

Whether or not we separate these elements of personal experience, coaching means using objective outside counsel and support to help people develop the insight, as well as the skills, to perform better on today’s business playing field.

Coaching for performance generally falls in one or more of three categories:

i) Personal Coaching—Working with healthy individuals and groups who want to change something in their personal lives. This personal sphere may include work, but usually focuses more on the total person, including the family and spiritual life.

ii) Career Coaching—Helping individuals to identify career paths and how to market themselves and their groups successfully to deliver more value-added work. This kind of coaching also means supporting leaders and potential leaders to enhance their abilities for the development of their careers.

iii) Business Coaching—This involves coaching executives or leaders or teams in organizations. The individuals and groups may be at the top of the organization or in middle management, involved in leading projects, departments or teams. Coaching in this world is a “two for one deal.” Leaders benefit but so do organizations, especially when coaching is linked to business performance results.

Conditions for a Successful Coaching Relationship

As mentioned above, coaching involves establishing a partnership between the coach and the person being coached. An enduring and successful partnership is:
i) Voluntary: Many coaching relationships fail when partnerships are not voluntary;
ii) Based on growth: Coaching is not about creating dependencies or undergoing counseling or therapy; it’s about building on strengths; and:
iii) Directed at improving the client’s job performance and career potential, i.e. their ability to achieve desired results.

The Bottom Line on Coaching

In the end, successful coaching, with individuals, groups or teams, is ultimately aimed at gaining better business results. An effective coach always keeps in mind three inter-related factors when coaching individual leaders, groups or teams:
i) Business concerns are the basis for the personal or group performance gaps that, in the final analysis, will be addressed by the coaching;
ii) The leader or team, in relationship with a coach, will undertake specific initiatives to close the performance gap; and,
iii) the process should result in specific action through others- people- to achieve measurable business goals.

Without this link to business results, coaching can improve individual or team performance but fall far short of its ultimate purpose and potential.